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Bullwhip Effect

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MARC R. LAMBRECHT 2 and BENNY VAN HOUDT 4

1

Operations & Technology Management Center, Vlerick Leuven Gent Management School.

Vlamingenstraat 83, 3000 Leuven, Belgium.

2

Naamsestraat 69, 3000 Leuven, Belgium.

Logistics Systems Dynamics Group, Cardiff Business School, Cardiff University, Aberconway Building,

Colum Drive, Cardiff, CF10 3EU, UK. E-mail: disneysm@cardiff.ac.uk.

4

2020 Antwerpen, Belgium. Email: benny.vanhoudt@ua.ac.be.

Abstract: An important supply chain research problem is the bullwhip effect where demand

variability increases as one moves up the supply chain. This distorted information may lead to

inefficiencies. In this paper we suggest a remedy to reduce the bullwhip effect. We focus on an

inventory replenishment rule that reduces the variability of upstream orders and generates a

smooth order pattern. However, dampening the order variability has a negative impact on

customer service due to an increased inventory variance. We resolve this conflicting issue by

taking the impact of the replenishment rule on lead times into account. A smooth order pattern

generates shorter and less variable (production/replenishment) lead times, introducing a

compensating effect on the inventory levels. We show that by including endogenous lead times

in our analysis, the order pattern can be smoothed to a considerable extent without increasing

stock levels, resulting in a win-win solution for both supply chain echelons. Finally we discuss

several order smoothing approaches from an industrial perspective and comment how our

results may influence these cases.

Keywords: Supply chain control, supply chain collaboration, bullwhip effect

A major cause of supply chain deficiencies is the bullwhip problem, which refers to the

tendency of replenishment orders to increase in variability as it moves up a supply

chain. Jay Forrester (1961) was among the first researchers to describe this

phenomenon, then called Demand Amplification. Procter and Gamble first coined the

phrase bullwhip effect to describe the ordering behaviour witnessed between customers

and suppliers of Pampers diapers. While diapers enjoy a fairly constant consumption

rate, P&G found that wholesale orders tended to fluctuate considerably over time. They

observed further amplification of the oscillations of orders placed to their suppliers of

raw material.

A number of researchers designed games to illustrate the bullwhip effect. The most

famous game is the Beer Distribution Game. This game has a rich history: growing

out of the industrial dynamics work of Forrester and others at MIT, it is later on

developed by Sterman in 1989. The Beer Game is by far the most popular simulation

and the most widely used game in many business schools, supply chain electives and

executive seminars. Simchi-Levi et al. (1998) developed a computerized version of the

beer game, and several versions of the beer game are nowadays available, ranging from

manual to computerized and even web-based versions (e.g. Chen and Samroengraja

2000, Jacobs 2000).

This bullwhip effect throughout the supply chain can lead to tremendous

inefficiencies; excessive inventory investment, poor customer service, lost revenues,

misguided capacity plans, ineffective transportation, and missed production schedules

(Lee et al. 1997a). Lee et al. (1997b) identify five major operational causes of the

bullwhip effect; the use of demand signal processing, non-zero lead times, order

batching, supply shortages and price fluctuations. Our focus is on the issue of demand

signal processing, which refers to the practice of adjusting the parameters of the

inventory replenishment rule. These rational adjustments may cause over-reactions to

short-term fluctuations and lead to variance amplification. In other words, the

replenishment rule used by the members of the chain may be a contributory factor to the

bullwhip effect. Following the same line of argument it can be seen that the

replenishment policy can also be used to reduce or tame the bullwhip effect. This is

exactly what we aim to do in this contribution.

The remainder of the paper is organized as follows. In the next section we describe

our model and introduce notation. In section 3 we propose a replenishment policy that is

able to dampen the order variability. This reduces the bullwhip effect in an effective

manner. However, as will be explained in section 3, dampening the order variability

may have a negative impact on customer service. We do find a win-win solution when

we include the impact of the replenishment rule on the manufacturers lead times. This

is done in section 4 where we show that a smooth order pattern generates shorter and

less variable (production/replenishment) lead times, introducing a compensating effect

on the safety stock. Section 5 numerically illustrates our findings. In section 6 we

discuss other techniques to reduce order variability and illustrate with a practical

application in industry. Section 7 concludes.

Model description

We consider a two echelon supply chain with a single retailer and a single

manufacturer. Every period, the retailer observes customer demand, denoted by Dt,

representing a finite number of items that customers buy from the retailer. We assume

that customer demand Dt is identically and independently distributed (i.i.d.) over time.

not, the shortage is backlogged.

To maintain an appropriate amount of inventory on-hand, the retailer places a

replenishment order with the manufacturer at the end of every period. The order

quantity Ot is determined by the retailer's replenishment policy. We assume that the

manufacturer does not hold a finished goods inventory, but instead produces on a maketo-order basis. The replenishment orders of size Ot enter the production facility where

they are processed on a first-come-first-served basis. Orders that arrive at a busy

production facility must wait in a queue. We assume that the production times for a

single product are i.i.d. random variables and to ensure stability (of the queue), we

assume that the utilization of the production facility (average batch production time

divided by average batch inter-arrival time) is strictly smaller than one.

Once the complete batch (equal to the replenishment order) is produced, it is

immediately sent to the retailer. The time from the moment the order arrives at the

production system to the point that the production of the entire batch is finished, is the

production or replenishment lead time, denoted by Tp. A schematic of our model is

shown in figure 1.

1000

800

600

400

200

0

0

10

20

30

40

50

60

70

80

Replenishment orders

Production/Replenishment Lead time Tp

1000

800

orders

Retailer

Manufacturer

600

400

200

0

0

10

20

30

40

50

60

70

Consumer Demand

Figure 1: A two echelon supply chain modeled as a production/inventory system

80

Due to the bullwhip effect, the retailer's orders Ot to the manufacturer tend to have a

larger variance than the consumer demand Dt that triggers the orders. This order

variability can have large upstream cost repercussions. The upstream manufacturer aims

to smooth production and therefore he prefers minimal variability in the replenishment

orders from the (downstream) retailer. The manufacturer not only prefers a level

production schedule, the smoothed demand also allows him to minimize his raw

materials inventory cost. Balakrishnan et al. (2004) emphasize the opportunities to

reduce supply chain costs by dampening order variability.

This has led to the creation of new replenishment rules that are able to generate

smooth order patterns, which we call smoothing replenishment rules. Smoothing is a

well-known method to reduce variability. A number of production level smoothing rules

were developed in the 1950s and 1960s (e.g., Simon 1952, Magee 1958). The more

recent work on smoothing replenishment rules can be found in Dejonckheere et al.

(2003) and Balakrishnan et al. (2004).

3.1

Given the common practice in retailing to replenish inventories frequently (e.g. daily)

and the tendency of manufacturers to produce to demand, we will focus our analysis on

periodic review, base-stock or order-up-to replenishment policies. The standard

periodic review base-stock replenishment policy is the (R,S) replenishment policy

(Silver et al. 1998). At the end of every review period R, the retailer tracks his inventory

position IPt, which is the sum of the inventory on hand (items immediately available to

meet demand) and the inventory on order (items ordered but not yet arrived due to the

lead time) minus the backlog (demand that could not be fulfilled and still has to be

delivered). A replenishment order is then placed to raise the inventory position to an

order-up-to or base-stock level S, which determines the order quantity Ot;

Ot = S IPt.

(1)

A smoothing replenishment policy is a policy where the decision maker does not

recover the entire deficit between the base-stock level and the inventory position in one

time period (contrary to what happens in Eqn. (1)). Magee (1958) and Forrester (1961)

propose to order only a fraction of the inventory deficit, resulting in the following

ordering policy (see also Warburton 2004):

Ot = (S IPt).

(2)

acknowledges that the deficit recovery should be spread out over time.

When customer demand is i.i.d., the base-stock level S is a fixed constant. Boute et

al. (2007) show that Eqn. (2) gives rise to an autocorrelated order pattern, given by

(3)

Hence, the retailers replenishment orders are not statistically independent, because

from Eq. (3) we derive that the correlation between the orders is equal to

(4)

Moreover, Boute et al. (2007) demonstrate that the base-stock level S in Eqn. (2) is

not only affected by lead time demand, as in the standard base-stock policy, but it also

contains an additional smoothing component. More specifically, the base-stock level is

given by

(5)

where SS denotes the safety stock and E(Tp) and E(D) represent resp. the average

lead time and average demand.

It is notable that the replenishment rule described by Eqn. (3) is exactly the same as

the exponential smoothing policy proposed by Balakrishnan et al. (2004) to decrease

order variability. To examine the variability in orders created by our smoothing rule, we

look at the ratio of the variance of the orders over the variance of demand (in the

literature this variance ratio is commonly used as a measure for the bullwhip effect),

which is in this case given by

Var(O)

=

.

Var(D) 2 -

(6)

Ot=Dt; we chase sales and thus there is no variance amplification. For 1 < < 2 we

create bullwhip, i.e. the order variance is amplified compared to the demand variance.

This tendency is often observed in reality, or when playing the Beer Distribution Game

(Dejonckheere et al. 2003). For 0 < < 1 we find that this replenishment rule generates

a smooth replenishment pattern, i.e. it dampens the order variability. Under a fixed lead

time assumption such a smoothing policy is justified when production (or ordering) and

holding costs are convex or when there is a cost of changing the level of production

(Veinott 1966). When the production capacity is fixed and lead times result from a

single server queueing system (as in the model described in this paper), this

replenishment rule enables to smooth the manufacturer's production, resulting in shorter

order-to-delivery times and more balanced, peak shaving production schedules, which

are beneficial for the manufacturer. Besides the benefits realized through a smoother

planning, the manufacturer also realizes cost savings on its own raw materials and/or

component inventories (see Balakrishnan et al. 2004).

3.2

Is smooth smart?

Since the bullwhip effect has a number of highly undesirable cost implications, taming

the bullwhip, or dampening the order variability, seems to be a dominating operations

strategy. We have to be careful not to focus only on one side of the production

smoothing coin however. In developing a replenishment rule one has to consider the

impact on the inventory variance as well. The manufacturer does benefit from smooth

production, but dampening variability in orders may have a negative impact on the

retailer's customer service due to inventory variance increases (Bertrand 1986, Disney

and Towill 2003).

Disney et al. (2006) quantify the variance of the net stock and compute the required

safety stock as a function of the smoothing intensity. Their main conclusion is that when

customer demand is i.i.d., order smoothing comes at a price - in order to guarantee the

same fill rate, more investment in safety stock is required. As a consequence, retailers,

driven by the goal of reducing inventory (holding and shortage/backlog) costs, prefer to

use replenishment policies that chase demand rather than dampen consumer demand

variability. This leads to a tension between the preferred order variability of retailers

and manufacturers.

However, we can model a two echelon supply chain as a production-inventory

system, as illustrated in Figure 1. This implies that a replenishment order generated by

the retailer's inventory results in an arrival of a production order at the manufacturer.

Hence the choice of the retailer's replenishment policy (amplifying or dampening

customer demand variability in the replenishment orders) determines the arrival process

of production orders at the manufacturer's production queue and as such it affects the

distribution of the production lead times. According to the laws of factory physics

(Hopp and Spearman 2001), a smooth order pattern will give rise to shorter and less

variable lead times. This in turn exercises a downward effect on the retailer's inventory

level, which may compensate the increase in inventory variance. The quest for a winwin solution (smooth production and lower inventory levels) is the topic of the next

section.

4.1

Most inventory models proposed in the literature take the replenishment lead time Tp as

a fixed constant or as an exogenous variable with a given probability distribution (for

example see Kim et al. 2006). However, the replenishment orders do in fact load the

production facilities. The nature of this loading process relative to the available capacity

and the variability it creates are the primary determinants of lead times in the production

facility. Therefore the inventory control system should work with a lead time which is a

good estimate of the real lead time, depending on the production load, the interarrival

rate of orders, and the variability of the production system (Hopp and Spearman 2001).

Zipkin (2000, p.246) states: to understand the overall inventory system, we need to

understand the supply system. For this purpose we can and do apply the results of

queueing theory.

It is essential to extend pure inventory systems with exogenous lead times to

production-inventory systems with endogenous lead times. After all, inventory

influences production by initiating orders, and production influences inventory by

completing and delivering those orders to inventory. In Figure 2 the interaction between

the retailer's replenishment policy and the manufacturer's production system is

illustrated: the replenishment orders constitute the arrival process at the manufacturer's

queue. The time until the order is produced (the sojourn time in the queueing system) is

the time to replenish the order. This replenishment lead time is a prime determinant in

setting the safety stock requirements for the retailer.

Retailers

Inventory

control

Manufacturers

queueing system

Order quantity

= replenishment lead time

Safety stock

Figure 2: Interaction between retailer's inventory system and manufacturer's production system

To estimate the lead time distribution we develop a discrete time queueing model.

By analyzing the characteristics of the replenishment orders, we implicitly analyse the

characteristics of the production orders that arrive to the production system. In a

periodic review base-stock policy, the arrival pattern consists of batch arrivals with a

fixed interarrival time (equal to the review period, R=1) and with variable batch sizes.

The supply system is bulk queue, which tends to be difficult to analyse (Chaudry and

10

Templeton 1983). Moreover as we can see from Eqn. (3), the batch sizes generated by

our smoothing rule are not i.i.d., rather they are autocorrelated. Therefore the resulting

queueing model is substantially different from the M/M/1 make-to-stock queue, as

considered by, for example, Karaesmen et al. (2004).

The analysis of our queueing model can be solved using matrix analytic methods

(Neuts 1981, Latouche and Ramaswami 1999). These methods are popular as modeling

tools because they can be used to construct and analyse a wide class of stochastic

models. They are applied in several areas, of which the performance analysis of

telecommunication systems is one of the most notable (Latouche and Ramaswami

1999). In a separate paper, the authors of this paper discuss the solution procedure of

this queueing model (see Boute et al. 2007). The results confirm our expectation that a

smooth order pattern generates shorter and less variable lead times.

4.2

When demand is probabilistic, there is a definite chance of not being able to satisfy

some of the demand directly from stock. Therefore, a buffer or safety stock is required

to meet unexpected fluctuations in demand. The goal is to reduce inventory without

diminishing the level of service provided to customers. When the retailer faces (and

satisfies) a variable customer demand, but replenishes through a smooth order pattern,

more safety stock is required to buffer the difference between usage and supply. A

reduction of order variations comes with the cost of an increase in inventory variability

(Bertrand 1986).

When lead times are endogenously determined, however, dampening variability in

orders affects the replenishment lead time distribution as well. A smooth order pattern

generates shorter and less variable lead times, introducing a compensating effect on the

required safety stock. The aim is to find values for the smoothing parameter 0 < < 1

11

where the decrease in lead times compensates the increase in inventory variance. In that

case we can smooth production without having to increase inventory levels to provide

the same customer service.

To do so, we characterize the inventory random variable and use it to find the safety

stock requirements for the system. Since the inventory is controlled by stochastic lead

times, the inventory is not necessarily replenished every period and we do not know

exactly when a replenishment occurs. Moreover, the queueing analysis implies that it

takes a longer time to produce (and consequently replenish) a larger order quantity.

Hence the order quantity and its replenishment lead time are correlated, which has an

impact on the calculation of the inventory distribution. Therefore, if we want to

determine the inventory distribution and the corresponding safety stock requirements in

an exact way, we need to take this correlation into account.

We measure customer service with the fill rate, which is the proportion of the

demand that can immediately be delivered from the inventory on hand (Zipkin 2000)

Fill rate = 1 -

.

expected demand

(7)

To calculate the fill rate, we monitor the inventory on hand after customer demand is

observed and we retain the number of shortages when a stock-out occurs. Therefore we

observe the system at the end of every period t, after customer demand Dt is satisfied

and after replenishment order Ot has been placed with the manufacturer. At that time

there may be k 0 orders waiting in the production queue and there is always one order

in service (since the observation moment is immediately after an order placement)

which is placed k periods ago (Ot-k). Although k is a function of t, we write k (as

opposed to k(t)) to simplify the notation.

12

The inventory on hand or net stock NSt is then equal to the initial inventory on hand

plus all replenishment orders received so far minus total observed customer demand. At

the end of period t, the order Ot-k is in service, and the orders placed more than k periods

ago, i.e., Ot-i, i k+1, are already delivered in inventory, while customer demand is

satisfied up to the current period t. Assuming the initial inventory level is equal to the

base stock level S, the net stock after satisfying demand in period t is equal to

t 1

NS t = S +

t 1

O t i D t i .

i = k +1

(8)

i =0

k -1

i=0

i=k

ik

NS t = S - D t -i - (1 - )

D t i .

(9)

Boute et al. (2007) evaluate the steady state distribution of NSt. Some care must be

taken when evaluating (9), however, as the value of Dt-k influences the age k of the

order in service: the larger the demand size, the larger the order size and consequently

the longer it takes to produce the order. Moreover, since the order quantity is also

affected by previously realised customer demand, the demand terms Dt-i, i=k+1,...,t also

influence the order's age k.

From the steady state distribution of the inventory variable NS, we can easily deduct

the expected number of backorders E(NS), where NS = max{0,-NS}, and the

corresponding fill rate realised with a given base-stock level S. In practice, decision

makers often determine the minimal base-stock level that is required to achieve a target

fill rate. From this base-stock level S, we then find the corresponding safety stock using

Eqn. (5).

13

4.3

Note that the discussion above considers the situation where we smooth the

replenishment orders, which implies a replenishment parameter smaller than one in

Eqn. (2). We may extend the analysis, however, to the case where the replenishment

parameter is larger than one, which implies an overreaction to the inventory deficit.

This policy is often observed in reality and leads to order variance amplification, or

equivalently, induces the bullwhip effect.

When 1 < < 2, the order pattern generated by the replenishment policy (2) is

negatively correlated and it may generate negative order quantities. Since in our model

it is not possible to send negative orders to production, we have to preclude the

possibility of negative orders. The following restriction on given the minimum

demand Dmin and the maximum demand Dmax ensures that Ot 1 (we refer to Boute

(2006) for a proof):

Dmin + (1 ) Dmax 2 .

(10)

What is the impact of the bullwhip effect on the performance in the supply chain?

First of all, Disney et al. (2006) prove that the inventory variance increases as we either

smooth the order pattern ( < 1) or amplify the orders ( > 1), compared to a pure chase

sales policy where = 1. This increased inventory variability inflates the safety stock

requirements at the retailer.

Moreover, this replenishment decision has an impact on the distribution of the lead

times. More specifically, order variance amplification increases the variability at the

production queue, which increases the lead times as a consequence. This leads to higher

safety stocks. In other words, the bullwhip effect leads to an increased inventory

14

variance, and additionally, it generates longer lead times, reinforcing the inflated safety

stock requirements. This is clearly a lose-lose situation.

Numerical example

i.i.d. random customer demand on a daily basis of between 11 and 30 products with an

average of 20.5 units per day and a coefficient of variation of 0.135. The retailer

satisfies this demand from his inventory on hand and replenishes with the smoothing

replenishment rule given by Eqn. (2). We assume that the manufacturers production

operates 24 hours per day and the production time of a single unit is geometrically

distributed with an average of 64 minutes per unit. Hence the average production load is

(20.5 x 64) / (24 x 60) = 0.91.

The retailer has to determine the parameter to control his inventory. When = 1,

the retailer places orders equal to demand and hence the variability in demand is

transmitted to the manufacturer. This policy results in an average lead time of 0.67

periods and a variance of 0.44. The safety stock required to provide a 98% fill rate is

equal to 36.95 units.

Suppose that the retailer chooses to smooth his orders with a parameter = 0.4. This

results in an order pattern which is four times less variable (Var(O)/Var(D) = 0.4/(2

0.4) = 0.25). When we maintain the same lead time distribution, this smoothing decision

would lead to an increase in inventory variance, since inventory absorbs the variability

in demand while the replenishments are relatively steady. As a consequence a higher

safety stock has to be kept in order to maintain the same fill rate. This is clearly a winlose situation: the manufacturer can smooth production, but at the expense of an

increase in the retailer's inventory.

15

However, working with the same lead times, is incomplete. When the retailer

smoothes his orders, he sends a less variable pattern to the manufacturer. This inevitably

results in a different lead time distribution. Indeed, when we estimate the lead time

distribution when we send a smooth order pattern with = 0.4 to the manufacturers

production, we observe a lower and less variable lead time distribution. The average

lead time decreases to 0.49 and its variance equals 0.36. This in turn introduces a

compensating effect on the required safety stock. We find that a safety stock of 36.41 is

sufficient to provide a 98% fill rate, which is slightly lower than when we do not

smooth the orders ( = 1).

right: Safety stock required to ensure a 98% fill rate with endogenous lead times

In Figure 3 we show the effect of order smoothing on the (average) lead times and

safety stocks for a smoothing parameter = 0.2 to = 1.3. As decreases, the average

lead times decrease as well (Figure 3 left). This is intuitively clear, as the order

variability decreases with a smaller , leading to a less variable arrival pattern at the

queue and consequently decreasing lead times. When we include this effect of order

smoothing on lead times, the safety stock becomes a U-shaped function of the

smoothing intensity. We can smooth the replenishment orders to some extent without

having to increase the safety stock, whilst maintaining customer service at the same

16

target level. Moreover, we can even decrease our safety stock when we smooth the

order pattern (up to = 0.35).

As such we may obtain a win-win situation for both the retailer and the

manufacturer. The manufacturer receives a less variable order pattern and the retailer

can decrease his safety stock while maintaining the same fill rate. This Paretoimproving policy may require contractual arrangements between the supply chain

partners so that the lead time reduction is effectively implemented (Tsay 1999).

However, as of a certain point (around = 0.4) the safety stock increases sharply.

When approaches zero, the lead time reduction cannot compensate the increase in

inventory variability anymore and the safety stock exceeds the safety stock that is

required when the orders are not smoothed ( = 1).

When > 1, we observe that lead times increase further together with the safety

stocks. Obviously, this is a lose-lose situation and needs to be avoided.

This numerical example well illustrates the dynamics resulting from the retailer's

inventory decision on the lead times and safety stocks. Obviously, the degree to which

we should smooth and the exact amount of safety stock decrease depend on the

observed demand pattern.

Order smoothing combined with endogenous lead times may create a win-win situation

for both the retailer and the manufacturer. In order to effectively implement such a

policy, the supply chain partners have to align their replenishment policies, i.e. the type

of replenishment rule used and the setting of the best parameter value (). It is

important to notice that such a strategy goes far beyond information sharing. In a

practical setting, however, other coordination schemes may be used to achieve the same

17

objective. We therefore briefly discuss a range of other order variance reduction tools

and add real life examples where applicable. An excellent overview can be found in

Holweg et al. (2005).

In a traditional supply chain, each level in the supply chain issues production orders

and replenishes stock without considering the situation at either up- or downstream tiers

of the supply chain. This is how most supply chains still operate, no formal

collaboration between the retailer and supplier. Collaboration on the other hand can be

installed through a wide range of concepts such as Collaborative Forecasting Planning

and Replenishment (CPFR), Information Sharing, Vendor Managed Inventory (VMI,

including Continuous Replenishment). A more drastic solution can be obtained by a

redesign of the supply chain by eliminating echelons. Let us first focus on VMI.

VMI eliminates one decision point and merges the replenishment decision with the

production and materials planning of the supplier. Here, the supplier takes charge of the

customers inventory replenishment on the operational level, and uses this visibility in

planning his own supply operations (e.g. more efficient production schedules and

transportation planning). With VMI, multi-echelon supply chains can act in the same

way, dynamically, as a single echelon of a supply chain. VMI often results in more

frequent replenishments and consequently the order quantity variance is reduced.

Economies in transportation can be obtained through an optimization of the route

planning and with methods such as joint replenishment and inventory routing

techniques. VMI is in other words an alternative to the smoothing replenishment policy

proposed in this paper.

We discuss two cases to illustrate the benefits of dampening the order variance.

First, we analyse the ordering pattern of a bakery company focusing on authentic

specialties in the biscuit and cake world: caramelized biscuits, waffles, frangipane, and

18

cake specialties among others. For certain products, a make-to-order policy is employed

and the assumptions used in this paper are largely satisfied. In 2002, the firm introduced

a VMI program implemented in the SAP software, referred to as Customer

Replenishment Planning (CRP). In Figure 4 we show a graph of the shipments from

the production facility to the distribution centre of a retailer (for one specific product) in

the pre-CRP period (2001-mid 2002) and the shipments in the post-CRP period (mid

2002-2005). The coefficient of variation of the shipment quantities went down from

1.14 to 0.45 (a number observed for other products as well). We were also able to

collect (post-CRP) data on the shipments from the distribution centre of the retailer to

the different retail outlets. For the specific product discussed above, we obtain a

coefficient of variation of 0.40. The company now benefits from a higher flexibility in

its production planning and reduced its transportation costs considerably. Moreover,

Shipments

inventories decreased, improving the freshness of the products of the end consumer.

PRE-CRP

POST-CRP

Figure 4: The impact of VMI on the order variability for a selected product

19

The second case deals with a more traditional example of order smoothing of a UK

grocery retailer. Here we were asked to identify and reduce the cause of workload

variability in their own warehousing (cross docking) and transportation activities. We

discovered that the replenishment algorithms that maintained stock levels at individual

stores were the source of a bullwhip effect. There were several different replenishment

algorithms in use, and we where able to introduce a proportional controller into half of

them. These modified algorithms controlled 65% of the sales volume, but only 35% of

product lines. In general these were the higher volume products. Figure 5 illustrates the

performance of the system with a before and after simulation of a single product

using real demand data for a single product from a single store. The company had

identified that this modification had allowed a very significant reduction in contract

staff in distribution centre and amount of third party logistics costs to meet the peak

demand on certain days of the week.

20

In order to achieve this, the grocery retailer had accepted a slight increase in the

target safety stock in their stores. That is, they assumed exogenous lead-times. But, in

effect, that is all they could possibly do anyway, as they were ordering on day 1 for

delivery in day 2. This meant that the suppliers had to keep a stock of finished goods.

Thus if the suppliers maintained this stock with a production system that operated as a

queue (that is endogenous lead-times exist), then the retailer smoothing actions will

have a beneficial effect on the supplier finished goods. The retailer may still gain by this

the manufacturer may be more willing to accept on-going calls for cost reductions.

This clearly illustrates the power of variance reduction techniques be it through VMI

programs or smoothing replenishment policies.

Conclusions

The bullwhip problem has been studied by many authors in recent years. Since the

bullwhip effect has a number of highly undesirable cost implications, taming the

bullwhip is a dominating operations strategy. Conventional bullwhip reduction is only

one side of the coin, however. In developing a replenishment rule one has to consider

the impact on the inventory variance as well. More specifically, dampening the

variability in orders inflates the safety stock requirements due to the increased variance

of the inventory levels. As a consequence, retailers, driven by the goal of reducing

inventory (holding and shortage/backlog) costs, prefer to use replenishment policies that

chase demand rather than dampen consumer demand variability.

We have shown that by treating the lead time as an endogenous variable, we can

turn this conflicting situation into a win-win situation. A smooth order pattern gives rise

to shorter and less variable lead times. This introduces a compensating effect on the

21

retailer's inventory level. In this paper we showed that we can smooth the order pattern

to a considerable extent without increasing stock levels. This may motivate the retailer

to generate a smooth ordering pattern, resulting in a win-win solution for both supply

chain echelons. We also highlight alternative mechanisms to achieve the same

objectives.

References

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and avoiding the bullwhip effect: A control theoretic approach. European Journal of

22

Disney, S.M. and Towill, D.R., 2003. On the bullwhip and inventory variance produced

by an ordering policy. Omega, 31, pp 157-167.

Disney, S.M., Farasyn, I., Lambrecht, M.R., Towill, D.R. and Van de Velde, W., 2006.

Taming the bullwhip whilst watching customer service in a single supply chain echelon.

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Forrester, J., 1961. Industrial Dynamics. MIT Press, Cambridge MA.

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Hopp, W.J. and Spearman, M.L., 2001. Factory Physics. 2nd edn. Irwin, McGraw-Hill.

Karaesmen, F., Liberopoulos, G. and Dallery, Y., 2004. The value of advanced demand

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and Operations Management, 9 (1), 31-39.

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bullwhip effect in a supply chain with stochastic lead time. European Journal of

Operational Research, 173, pp 617-636.

Latouche, G. and Ramaswami, V., 1999. Introduction to matrix analytic methods and

stochastic modeling. SIAM. Philadelphia.

Lee, H.L., Padmanabhan, V. and Whang, S., 1997a. The bullwhip effect in supply

chains. Sloan Management Review, Spring 38(3), pp 93-102.

23

Lee, H.L., Padmanabhan, V. and Whang, S., 1997b. Information distortion in a supply

chain: the bullwhip effect. Management Science, 43(4), pp 546-558.

Magee, J.F., 1958. Production planning and inventory control. McGraw-Hill. New

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Neuts, M., 1981. Matrix-geometric solutions in stochastic models, an algorithmic

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Silver, E.A., Pyke, D.F.and Peterson, R., 1998. Inventory management and production

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Sterman, J., 1989. Modeling managerial behaviour: misperceptions of feedback in a

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Tsay, A.A., Nahmias, S. and Agrawal N., 1999. Modeling supply chain contracts: A

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24

Biography

ROBERT BOUTE holds an MSc degree in Commercial Engineering and a PhD

Assistant Professor Operations Management at the Vlerick Leuven Gent Management

School. His research interests are in the field of Supply Chain Management and the

interaction between inventory control and production management.

STEPHEN DISNEY is a Senior Lecturer of Operations Management with the

Logistics Systems Dynamics Group in the Logistics and Operations Management

section of Cardiff Business School (UK). Stephen's current research interests involve

the application of control theory and statistical techniques to supply chains and ebusiness scenarios in order to investigate their dynamic and economic performance.

MARC LAMBRECHT is a Full Professor at KULeuven (Belgium). He teaches

courses in manufacturing systems analysis and inventory management with a focus on

stochastic aspects of operations. He was the director of the KULeuven MBA Program

for six years and chairman of the business school for four years.

BENNY VAN HOUDT holds a M.Sc. degree in Mathematics and Computer

Science, and a PhD in Science from the University of Antwerp (Belgium). Currently he

is Assistant Professor at the University of Antwerp. His main research interest is the

performance evaluation and stochastic modeling of telecommunication networks.

25

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